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Emotional Intelligence, Work Engagement, and Organizational Commitment

of Indonesian Army Personnel Aulia Faculty of Psychology

Article · April 2016

DOI: 10.24123/aipj.v31i3.571

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Anima Indonesian Psychological Journal
2016, Vol. 31, No. 3, 124-131

Emotional Intelligence, Work Engagement, and Organizational

Commitment of Indonesian Army Personnel
Aulia
Faculty of Psychology
Universitas Ahmad Dahlan

The aim of this study was to empirically test the relationship between emotional in-
telligence, work engagement, and organizational commitment Indonesian Army personnels.
A quantitative research method was used, utilizing scales of organizational commitment,
emotional intelligence, and work engagement. Indonesian Army personnels of KOREM
XX, KODIM, YY, and KODIM ZZ were the population of this study. Data analysis using
regression techniques revealed an R value of .482 (p < .001). This showed a significant
relationship between emotional intelligence, work engagement, and organizational commit-
ment. In addition, partial correlation analysis showed a significant relationship between
work engagement and organizational commitment (r = .447 and p < .001), but there was no
significant relationship between emotional intelligence and organizational commitment (r =
.129 and p > .05). Effective contribution of work engagement on organizational commit-
ment of the Indonesian Army personnel was 23.2%.

Keywords: organizational commitment, emotional intelligence, work engagement,

army personnel

Tujuan penelitian ini adalah menguji secara empiris hubungan kecerdasan emosi dan
keterikatan kerja, dan komitmen organisasi TNI AD melalui pendekatan kuantitatif meng-
gunakan skala komitmen organisasi, skala kecerdasan emosi, dan skala keterikatan kerja.
Populasi adalah para personel TNI AD yang bertugas di KOREM XX, KODIM YY, dan
KODIM ZZ. Analisis data dengan teknik regresi, menghasilkan nilai R = .482 dengan p <
.001. Hal ini menunjukkan bahwa terdapat hubungan yang sangat signifikan antara kecer-
dasan emosi, keterikatan kerja, dan komitmen organisasi. Hasil analisis korelasi parsial me-
nunjukkan adanya hubungan yang sangat signifikan antara keterikatan kerja dan komitmen
organisasi (r = .447 dan p < .001), namun tidak ada hubungan yang signifikan antara kecer-
dasan emosi dan komitmen organisasi (r = .129 dan p > .05). Sumbangan efektif keterikat-
an kerja terhadap komitmen organisasi personel TNI AD adalah sebesar 23.2%.

Kata kunci: komitmen organisasi, kecerdasan emosi, keterikatan kerja,

personel angkatan darat

National defence is a core element of the exist-
ence of a nation. Based on Undang-Undang (Law)
No. 34, 2004, it was stated that TNI (Indonesian
Military Forces) has a major role in its function to
defend the country as well as to carry out national
duties and political decisions. TNI as means of na-
tional defense functions as a resistance to any form
of military and weaponized threats from outside and
within the country. The main task of TNI is to up-
Correspondence concerning this article should be addressed to
Aulia, Faculty of Psychology, Universitas Ahmad Dahlan, Jalan Kapas
9, Semaki Umbulharjo, Yogyakarta 55166. E-mail: auliazenlovemail@
gmail.com
hold the sovereignty of the nation, preserve the inte-
grity of the Republic of Indonesia based on Pancasila
and Undang-Undang Dasar Negara Republik Indonesia
1945 (Indonesian Constitution), and protect the nation
and its citizens from threats and disruptions. Such
task is divided into two, which are war-related mili-
tary operations and non-war-related military opera-
tions.
Non-war military operations include activities such
as addressing armed separatist movements, armed
revolts, acts of terror, securing border regions, secu-
ring strategic vital national objects, carrying out act-
ions for world peace according to foreign policies,

124
 COMMITMENT OF ARMY PERSONNEL
securing the President and Vice President and their
families, helping the Indonesian National Police in
their duty to uphold civil security as regulated by the
law, ensuring the security of national guests at the le-
vel of the head of the nation and foreign representatives
in Indonesia, addressing the aftermath of natural di-
sasters, refugee actions and humanitarian aid, search
and rescue, and aiding the government in seafaring
and aviation security against piracy and smuggling.
Such difficult operations have been found to have
negative consequences on the behaviour and attitude
of personnels. Moeldoko (cited in Hakim, 2015) sta-
ted that the amount of desertion in TNI soldiers in-
creased up to 62 cases, from 865 cases in January-
September 2013 period to 927 cases in the same pe-
riod in 2014. Based on his experience as a Korem
Commander, Moeldoko also said that one reason why
desertion occurred is the lack of mental preparation
from soldiers going into a battalion and the resulting
experience of mental pressure.
Such facts also indicate that the level of commit-
ment of personnels in an organization is related to
their ability to manage, organize, and cope with de-
mands and environmental pressure that can directly
affect their psychological welfare. This ability is con-
sidered by Bar-On (2002) as emotional intelligence.
This is in accordance with the statement by Abrahams
(2007) indicating that armed forces require soldiers
who are capable of quickly adapting to ambiguous
and dangerous situations. This quality is marked by
emotional intelligence in adapting and ability to ma-
nage stress. This means that it can be assumed that
emotional intelligence is an important quality for per-
sonnels that may contribute to their level of organi-
zational commitment.
Other factors contributing to the act of desertion
have been stated by the Central Commander of Mi-
litary Police, Major General Sulaiman (Juminatun,
Amin & Effendy, 2005). These include financial dif-
ficulty and unpleasant unit environment such as re-
stricted leave. However, most were caused by finan-
cial issues, and this forces military personnels to do
work outside of the military environment. This is in
line with the study by Langkamer and Ervin (2008)
who found that psychological climate influences the
affective commitment of army members to stay with
or leave the organization. Alarcon, Lyons, and Tartaglia
(2010) showed that the commitment of military per-
sonnel towards the organization is influenced by their
work engagement, and that one reason why military
personnel desert their rank is to “fix” their work si-
tuation.
125
From the earlier explanation, the current study
aims to observe the relationship between emotional
intelligence and work engagement on organizational
commitment of TNI AD personnels. Based on the re-
view done by the author on relevant literature, there
is a lack of research discussing the relationship be-
tween emotional intelligence and work engagement
on organizational commitment in a military context,
specifically in Indonesia. Therefore, it can be argu-
ed that this current study is important in enriching
the field of industrial and organizational psycho-
logy, in particular military psychology in Indonesia.
Meyer & Herscovitc (2002) explained that orga-
nizational commitment is emotional engagement, iden-
tification and individual involvement with the orga-
nization as well as the desire to still be considered
as an employee. Research showed that employees with
higher level of organizational commitment had bet-
ter relationship with peers, higher satisfactions, lo-
wer absenteeism and turnover rates, as well as bet-
ter work performance compared to those with lower
organizational commitment (Bateman & Strasser,
1984; Suliman, 2002, Obeng & Ugboro, 2003). It
can be seen that organizational commitment is an
important quality to have especially in the military
environment, because personnels with commitment
will show willingness to work hard to achieve orga-
nizational goals, and possess greater desire to keep
working in the organization.
In general, Meyer, Allen, and Smith (1993) con-
sidered commitment as a psychological condition
that characterizes the relationship between employ-
ees and the organization, and has the implication on
the decision to continue or stop working in the orga-
nization. Commitment is also related to employee en-
gagement to the organization (Akroyd, Legg, Jackowski,
& Adams, 2009; Nguyen, Mai, & Nguyen, 2014).
Meyer and Allen (1991) stated three dimensions
of organizational commitment, that include:
(a) Affective commitment, which refers to emo-
tional attachment, identification, and involvement of
an employee to the organization. Affective commit-
ment strengthens when an employee’s experience in
an organization is consistent with his/her goals and
satisfies his/her basic needs, and vice versa. Affect-
ive commitment shows the strength of an employ-
ee’s desire to work for an organization because their
goals are in alignment with the organization. Em-
ployees with strong affective commitment will con-
tinue working in the organization because they want
to work there.
(b) Continuence commitment, this commitment re-
126 AULIA
fers to consideration of potential loss incurred by
the employee when he/she stops working in the or-
ganization. This may occur due to the loss of status,
promotions, or benefits. The concept of side-bets ori-
entation highlights the contribution of an employee
that may be taken away when he/she leaves the or-
ganization. Leaving is therefore a high-risk action
because employees feel that they will lose their in-
vestment in the organization, and they realize that it
may be difficult to find an appropriate substitute.
(c) Normative commitment, this relates to feeling
responsible to stay in an organization because it is
the right thing to do.
According to Salami (2008), another factor that
influences individual commitment to an organiza-
tion is emotional intelligence. Research by Boshoff
and Arnolds (1995) showed that employees with high
emotional intelligence also had higher levels of or-
ganizational commitment. This finding is supported
by Thapisa and Jain (2000) and Suzyanti, Wan, &
Norsamsinar (2005) who found a relationship between
emotional intelligence and organizational commitment.
Goleman (2001) stated that emotional intelligence
refers to the ability to acknowledge individual emo-
tions as well as the emotion of others, to motivate
oneself, and in their relation with others that can be
done through self-awareness, self-restraint, self-mo-
tivation, empathy, and social skills. Therefore, emo-
tional intelligence includes skills that are different
to, but complements with, intellectual intelligence.
Unlike other authors, Salovey and Mayer (1990)
considered emotional intelligence as the capacity to
understand, regulate, and utilize emotions. On the other
hand, Bar-On (2002) explained emotional intelligence
as a set of abilities, competencies, and skills that may
affect an individual’s success in dealing with de-
mands, environmental pressure, and directly affects
psychological wellness. Bar-On’s emotional intelli-
gence includes:
Intrapersonal Variables
Including self-awareness and understanding of
strength and weaknesses, expression of the self, feel-
ing, and mind in a non-destructive way. Intraper-
sonal components consist of:
Self-regard. Individual ability to be aware,
understand, accept themselves in their positive and
negative ways, and their own limitations.
Emotional self-awareness. An individual’s
ability to be aware and be familiar with feelings and
self-emotions; sorting out emotions, understanding
what is felt, and also why the emotion occurs.
Assertiveness. An individual’s ability to
express his/her feelings without being destructive.
Independence. An individual’s ability to be
confident and free from emotional dependency on
others.
Self actualization. The ability to realize some-
one’s potential through a dynamic and continuous
process; trying to develop abilities, skills, and talent
to the maximum.
Interpersonal Variables
Individual skill to be aware of emotions, feelings,
and needs of others. Ability to create and maintain
cooperative, constructive, and mutually beneficial re-
lationship with others. This component consists of:
Empathy. Individual ability to be aware of,
understand, and respect the feelings of others. Being
sensitive to what, how, and why others feel. Able to
“read” other people’s emotions. Those with empathy
shows care and attention to others.
Social responsibility. Individual ability to
function as a cooperative member, providing con-
structive contributions to a social group. This com-
ponent relates to the ability to do something to
and/or with others, accepting others, behaving ac-
cording to conscience and upholding social norms.
The displayed ability is interpersonal sensitivity and
ability to use skills for collective goals, and not just
for individuals.
Interpersonal relationship. Interpersonal
relationship is an individual skill that involves the
ability to develop and maintain mutually beneficial
relationship with others, and this is marked with in-
timacy, giving and receiving affection. This skill re-
quires sensitivity towards others, need to build a
satisfying relationship. Developing mutually satis-
fying relationship with others.
Stress Management Variable
The ability to manage stress so it becomes bene-
ficial and not detrimental to oneself. This compo-
nent includes:
Stress tolerance. Stress tolerance is an
individual’s ability to persevere in a stressful and
difficult situation, and the ability to actively and po-
sitively handle the situation. This means that the in-
dividual can effectively and constructively manage
emotions.
Impulse control. This is the ability to stop or de-
 COMMITMENT OF ARMY PERSONNEL
lay impulsiveness, drive and temptation to act a cer-
tain way. This means that the individual can effect-
ively and constructively manage emotions.
Empirical evidence showed that work engagement
in the army increases work prestige, performance,
organizational behavior, productivity, discretionary
effort, affective commitment, continuence commitment,
psychological climate, and customer service (Christian,
Garza, & Slaughter, 2011; Fleming & Asplund, 2007;
Rich, Lepine, & Crawford, 2010; Richman, 2006).
This means that individuals with low work engagement
tend to waste their energy for useless activities so that
whatever they do can never support organizational
performance, and increasing work engagement is
important for organizational productivity.
Harter, Schmidt, & Hayes (2002) explained work
engagement as individual involvement with the sa-
tisfaction and enthusiasm towards work. Work en-
gagement is related to persistence, positive affect of
motivation to meet the needs of employees. This is
indicated by high level of activity and sense of ful-
fillment (Schaufeli et al., 2006, as cited in Maslach,
Schaufeli, & Leiter, 2001).
Saks (2006) explained work engagement as a uni-
que and distinct construct consisting of cognitive,
emotional, and behavioral aspects related to indivi-
dual performance. Schaufeli, Salanova, González-Romá,
& Bakker (2002) and Schaufeli, Bakker, & Salanova,
M. (2006) stated the dimensions of work engagement
that include: (a) Vigor, indicated by energy and mental
fortitude at work, willingness to put effort at work,
and persistence in dealing with obstacles; (b) Dedi-
cation, a condition when someone is involved, enthu-
siastic, proud, feels meaningful, inspired, and chal-
lenged in their work; (c) Absorption, a condition where
someone gladly and attentively become linked with
his/her job, feeling that time goes by really fast and
has a difficulty separating himself/herself with the
job (Schaufeli et al., 2006).
From the explanations earlier, it was hypothesi-
zed that emotional intelligence and work engage-
ment positively affects organizational commitment.
In other words, as emotional intelligence and work
engagement of TNI AD personnel increases, so will
their organizational commitment. Conversely, lower
emotional intelligence and work engagement will be
associated with low organizational commitment.
Method
This study used quantitative methods with a cor-
127
relational approach. Prior to data collection, the au-
thor extensively reviewed the literature, prepared
the measurements to be used and performed the ne-
cessary clearance checks. The population in this stu-
dy was TNI AD personnel, while the samples speci-
fically are TNI AD personnel assigned to the KOREM
XX unit.
The study was done using previously tested mea-
surement tools that include organizational commit-
ment scale by Allen and Meyer revised by Jaros
(2007), emotional intelligence scale by Bar-On (2002),
and work engagement scale using Utrecht Work En-
gagement Scale (UWES) by Schaufeli and Bakker
(2003). Data was collected for each unit starting
from KOREM XX which had a total of 58 per-
sonnels, and the week after on KODIM YY which
had 71 personnels, and lastly KODIM ZZ which had
69 personnels, making a total sample size of 198
personnels. Prior to giving their responses to the mea-
surement, however, the researchers asked partici-
pants to sign a clearance form to indicate their wil-
lingness to participate in the study.
Reliability testing was done following data col-
lection, using Cronbach’s alpha formula. Results of
this test showed the following reliability coeffici-
ents: organizational commitment with α = .780; emo-
tional intelligence with α = .846, and work engage-
ment with α = .862. These scores indicated that the
measurement tools are reliable enough for the data
collection results to be used to test the hypothesis.
Results
Multiple regression analyses based on the scales
of emotional intelligence, work engagement, and or-
ganizational commitment using 198 TNI AD per-
sonnels as samples showed an F-value of 29.429
with a significance value of .000 (p < .001), with R
= .482, R2 = .232 and a significance of p = .000 (p <
.001). This showed a significant positive relation-
ship between emotional intelligence and work enga-
gement with organizational commitment (hypothe-
sis was accepted).
Partial correlation analysis results showed that
emotional intelligence was not significantly related
to organizational commitment (rx1y), with r = .129
and p = .071 (p > .05), whereas work engagement
was found to have a significant positive relationship
with organizational commitment (rx2y), r = .447 and
p = .000 (p < .001). This means that as the per-
sonnels’ level of work engagement increases, so will
128
their organizational commitment. Conversely, lower
levels of work engagement are associated with lo-
wer levels of organizational commitment. Results
showed an effective contribution of 23.2% from the
R2. This was assumed to originate from the work
engagement variable, not emotional intelligence,
because partial correlation analysis results did not
show any significant relationship between emo-
tional intelligence and organizational commitment.
Discussion
Findings of the current study showed that emo-
tional intelligence was not an important factor for
TNI AD personnels’ organizational commitment.
Differences in the level of emotional intelligence
has no relationship at all with their decision to leave
or stay with the organization. This particular result
showed that the study assumption that emotional
intelligence is a key factor in influencing organiza-
tional commitment of TNI AD personnels was not
supported.
In addition, Abrahams’ (2007) explanation re-
garding the importance of emotional intelligence in
adapting and the ability to manage stress can be
argued to be only applicable in leadership develop-
ment in military organization, not in increasing the
commitment of army personnels. This is also in line
with Suyono, Aulia, and Tentama (2015) who found
that emotional intelligence was related to transform-
ational leadership. This means that the findings of
the current study showed different results in a mili-
tary organization compared to other studies conduct-
ed in non-military organizations, such as those by
Boshoff and Arnolds (1995), Thapisa and Jain (2000),
and Suzyanti et al. (2005) who found that employ-
ees with higher emotional intelligence also had high-
er organizational commitment.
The contrasting finding between the current study
and previous literature may have occurred due to
differences in system, culture, and characteristics of
military organizations compared to non-military ge-
neral organizations. Such differences led to the as-
sumption that there are other more important vari-
ables than emotional intelligence that influences TNI
AD personnel’s decision to stay in the organization.
One example is the fact that TNI AD is a military
institution with a direct responsibility to the nation
and its people. This example is in line with Huntington’s
(1957) regarding three aspects of professional mili-
tary work, which include expertise, group, and most
AULIA
importantly social responsibility. The social respon-
sibility of a military professional is to protect the
citizen and the country.
This form of social responsibility is in accord-
ance with the soldier’s oath in article 35 Undang-
Undang No. 34 year 2004 about the Indonesian Na-
tional Army (TNI) and expressed in the oath high-
lighting that TNI is expected to perform their duty
as a form of obedience, compliance in respecting
and carrying out a system based on submission to
decision, orders, or regulations that are put in place.
Just like work is being done as a form of employee
devotion to their superior, country, and love of the
nation, despite having to put aside individual needs,
all of these things are done as part of their com-
mitment in their work as Indonesian National Army.
This means that obedience, submission, or accept-
ance of decisions and regulations that are in effect is
one form of TNI’s social responsibility towards the
citizen and the nation.
On the other hand, the present study also yielded
results that indicate the relationship between work
engagement and the commitment of TNI AD per-
sonnels on the organization. This finding supported
the results of the research by Alarcon, Lyons, &
Tartaglia (2010) who found that the commitment of
military personnels is affected by work engagement.
Similarly, Beatty (2011) explained how the work
engagement of Canadian soldiers was empirically
found to predict work satisfaction, performance, and
decision to stay or leave the organization.
Findings of the present study support the relation-
ship between work engagement and organizational
commitment, and strengthens previous theory and
research done in non-military organizations. This is
similar to the study by Rothmann and Jordaan (2006)
who found a positive correlation between work en-
gagement and organizational commitment. Work
engagement is also an antecedent of organizational
commitment because people who are involved or
engaged with their work tend to be more committed
to the organization (Jackson, Rothmann, & Van de
Vijver, 2006; Saks, 2006).
Empirically, work engagement was shown to be
correlated with organizational commitment. How-
ever, commitment of TNI AD personnels is not a
one-sided phenomenon. In this case, the organiza-
tion along with TNI AD personnels cooperate to-
gether to create a conducive environment to achieve
commitment. This idea is supported by Beatty’s
(2011) Canadian soldier study, where it was found
that work engagement is an important construct to be
 COMMITMENT OF ARMY PERSONNEL
considered when observing work-related behavior.
Nevertheless, the organization also needs to nur-
ture personnel engagement to increase their orga-
nizational commitment. It is important for command-
ants or supervisor to understand important causes
and consequences that can stimulate work engage-
ment. This can be done by conditioning or creating
a warm, fun environment to elicit happiness at work.
This should hopefully create a positive effect on
TNI AD personnels and the organization, because
engagement does not only increase organizational
commitment, but also intrinsic motivation, work sa-
tisfaction, turnover intention (Kreitner & Kinicki,
2014) as well as happiness (Coetzee & Rothmann,
2005; Jackson, Rothmann, & Van de Vijver, 2006;
Rothmann & Jordaan, 2006).
Limitations
The limitations of the present study include con-
trol and selection of the samples. Some issues that
can theoretically influence organizational commit-
ment include physical characteristics such as gen-
der, age, education, marital status, degree, and work
tenure (Dodd- McCue & Wright, 1996; Mannheim,
Baruch, & Tal, 1997; Morrow, 1993) as well as psy-
chological characteristics such as personality type
(Mathieu & Zajac, 1990), workplace stress (Vakola
& Nikolaou, 2005; Ziauddin, Khan, Jam, & Hijazi,
2010), work satisfaction (Malik, Nawab, Naeem, &
Danish, 2010). This means that there are numerous
other variables that can influence the results of this
study. Therefore, future studies should investigate those
variables, especially those that have been theoretic-
cally indicated to have an influence on the commit-
ment of TNI AD personnels on the organization.
Conclusion
Based on the findings, it can be concluded that
there is a relationship between emotional intelligen-
ce and work engagement with organizational com-
mitment of TNI AD personnels. However, emotion-
al intelligence was not found to have a direct in-
fluence on organizational commitment. Work enga-
gement had an effective contribution of 23.2% on
organizational commitment. This means that higher
work engagement will increase TNI AD personnels’
commitment to their organization, and conversely
lower engagement will lead to weaker organizati-
onal commitment.
129
The Utrecht Work Engagement Scale (UWES)
from Schaufeli and Bakker have often been used to
observe general work engagement, as seen in studies
by Schaufeli et al. (2002), Hallberg and Schaufeli
(2006), and Schaufeli, Bakker, & Salanova (2006).
It was also shown in previous study that the UWES
scale can be adapted to function in a military-based
organization (Beatty, 2011). However, out of the 17
original items, one had to be removed. Future stu-
dies are encouraged to create another item to com-
plete the scale. The present study has extended the
findings of previous studies as well.
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